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VTA’s BART Silicon Valley Phase II Extension
Downtown-Diridon Community Working Group
April 12, 2016
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Agenda
• Follow-up Items and Work Plan
• Project Updates
• Environmental Process
• Envision Project Update
• Financial Update of BART Phase II
• Economic Analysis Surrounding BART Stations Update
• Construction Outreach Best Practices Research Summary Update
• Next Steps
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Role of the CWG
• Be project liaisons
• Receive briefings on technical areas
• Receive project updates
• Build an understanding of the project
• Collaborate with VTA
• Contribute to the successful delivery of the project
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Your Role as a CWG Member
• Attend CWG meetings
– Bring your own binder (BYOB)
• Be honest
• Provide feedback
• Get informed
• Disseminate accurate information
• Act as conduits for information to community at large
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Role of the CWG Team
CWG Team Member Role
Eileen Goodwin Facilitator
Brent Pearse Primary Outreach Contact
Leyla Hedayat Phase II Project Manager
Kevin Kurimoto Technical Lead
Michael Brilliot City of San Jose – Planning Liaison
Rosalynn Hughey City of San Jose – Planning Liaison
Ray Salvano City of San Jose – DOT Liaison
Jessica Zenk City of San Jose – DOT Liaison
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Upcoming Meetings
Public Hearings for Draft Environment Document• Late May 2016
VTA Board of Directors• April 22, 2016 (Workshop Meeting)• May 5, 2016• June 2, 2016• June 24, 2016
BART Silicon Valley Program Working Committee• May 2, 2016• August 8, 2016
Diridon Joint Policy Advisory Board• June 17, 2016 at 3:00PM
Public meetings on specific technical topics - TBD
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Follow-up Items (1 of 2)
• Various questions on CSJ’s Economic Impact Study
– see attached responses from Rosalynn Hughey
• CSJ to ask economic consultants to interview Downtown/Diridon CWG
members
– Please inform Rosalynn Hughey today of your interest in being interviewed
• CSJ Station Access Report
– to be posted when available
• Add Diridon Intermodal Effort to the CWG work plan
– Initial updates will be provided to the CWG as it begins. Expect an update today.
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Follow-up Items (2 of 2)
• Discuss access planning efforts at the April CWG meeting. Who is the lead
entity?
– No updates at this time. VTA/Leyla Hedayat is responsible for coordinating the
efforts.
• Discuss Station Naming at the April CWG meeting.
– Leyla will provide updates on BART Station Naming today.
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Work Plan Shifts and Project Updates
Leyla Hedayat, Phase II Project Manager
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Process for Evaluating the Proposed East and West Station Options
Leyla Hedayat, Phase II Project Manager
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Determination of Options
• East and west station location options to be included draft environmental document
• Option selection will be based on key considerations
• City will provide a letter to VTA with preferred option
• Once an option is selected, VTA and City will coordinate efforts to determine station entrances during the Phase II multimodal circulation study.
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Considerations
• Constructability
• Cost
• Construction Impacts
• Impacts to VTA Infrastructure
• Construction Staging Areas
• Connectivity
• Project Ridership
• Long-term Economic Development
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Other Project Updates:
Diridon Intermodal Study
Project Development Phase for New Starts
BART’s Station Naming Policy
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Leyla Hedayat, Phase II Project Manager
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Environmental Process
Tom Fitzwater, VTA
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Environmental Process
Administrative Draft SEIS/SEIR
– Working with FTA/BART to finalize
Draft SEIS/SEIR
– Requires FTA approval to circulate
– Public agency review
• Notifications of availability
• Opportunity to comment on concerns
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Environmental Process
Final SEIS/SEIR
– All comments and responses
– Edits required to clarify information
– Recommended Project
Approvals
– VTA Board of Directors: Certify Final SEIS/SEIR and Approve Project
– FTA: Record of Decision published in Federal Register
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Envision Project Update
John Ristow, VTA
Community Working GroupsApril 2016
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Envision Silicon Valley
• 2014: VTA and its partners consider possible new tax measure.
• Need for transportation improvements is far greater than money currently available.
• When VTA decides not to go forward, it becomes an opportunity to step back and re-evaluate.
• As a result, VTA creates Envision Silicon Valley, a program to encourage residents to participate in prioritizing transportation solutions.
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Envision Silicon Valley Process
VTA is engaging community leaders in a dynamic visioning process to:
• Discuss current and future transportation needs
• Identify solutions
• Craft funding priorities
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Variety of Channels and Opportunities
• Formal Stakeholder Groups• VTA Advisory Groups• Public Meetings• Smaller Group meetings
such as service clubs• Website• Social media
Envision Silicon Valley Mileposts
• Establish goals for the program (June 2015).
• Criteria to measure how well potential projects meet the goals (Sept. 2015).
• Project Evaluation (March 2016).
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• Call for projects
• Screening process
• Board adopted goals and criteria
• 28 goals, 32 evaluation criteria
• Evaluations look at the selected projects and programs performance related to the goals
• One of several things to consider
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Evaluation Review
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Sample Report Card
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Next Steps
• Continue to take input from public.
• Review and seek any additional input from advisory committees in April.
• Present staff recommendation at April 22 Board Workshop.
• Public meetings in May.
• Board adoption in either June or August.
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Financial Update of BART Phase II
Mike Smith, VTA
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Financial Update
Community Working Group Meeting
April 12, 2016
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Since Last Update
• We are continuing to pursue the Core Funding Sources
• Phase II Project was recently accepted into the Federal New Starts Project Development phase
• Working with Ernst & Young and San Jose to identify potential CFD/EIFDs around station locations
• The Project needs the proposed sales tax to provide $1.5 billion of project funding, plus financing costs
• Any reductions of funding from the proposed sales tax or Cap & Trade may have dual effect of: • Directly reducing project funding • Reducing the New Starts Grant amount as a result of
reduced local match
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Interdependence of Core Funding Sources Warrants a Coordinated, Multi-Track Approach
Federal New Starts allocation depends on
securing state and local funding commitments
City and County support for EIFD/CFD depends on
showing that Federal/State/sales tax
sources maximized
Voter support for sales tax measure increased if
all other sources maximized
State Cap and Trade allocation depends on securing Federal and
Local Funds
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Revenue Forecast for Proposed Sales Tax
• UCLA Anderson Forecast retained to provide VTA’s long-term sales tax forecast for the proposed 2016 sales tax measure
• UCLA Anderson Forecast
- Long history of providing economic and revenue forecasts- Other forecast clients include:
Bay Area Economic Council Orange County Transportation Authority Los Angeles County Transportation Authority Los Angeles Department Water and Power
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Forecast Methodology
• UCLA uses top-down forecasting process─ Looks at economic factors at each level
National State Regional/local
• Major factors affecting taxable sales including, among others─ Personal income─ Inflation expectations─ Employment trends by industry─ Construction activity─ Shifts in demographics
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Forecasted Revenues
• Growth Rate─ Average over 30 years
Nominal Growth Rate of 3.1%o CPI (inflation) rate of 2.2%
Real Growth Rate (without inflation) of 0.9%
• Nominal (year of receipt) dollars projected─ $11.2 Billion available over 30 years for projects, financing costs, etc.
• Present Value (2017) dollars projected─ Base Forecast $6.5 Billion─ Conservative Forecast $6.0 Billion
• Deep recession in early years of tax could materially reduce the projected total revenue
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2000 Measure A Sales Tax
The Measure A tax will generate less funding than originally anticipated
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Phase II Project Funding Goals
• $2.0 billion gap remaining to fund Phase II Project
• A wide range of potential funding sources were evaluated close the funding gap
$-
$1.0
$2.0
$3.0
$4.0
$5.0
billions
Federal New Starts Grant$1.5B
Existing Measure A Debt Capacity$1.0B
Funding Gap$2.03B
Anticipated Funding$2.50B
Total Estimated Project Cost
$4.69B
Expenditures To Date$160M
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Toolbox of Potential Funding Sources
Grant Funding Programs Private FundingLong-Term Revenues
Capital Investment Grant (CIG) Program: New Starts
Capital Investment Grant (CIG) Program: Core Capacity
Congestion Mitigation Air Quality Grant (CMAQ)
Transp Investment Generating Economic Recovery (TIGER)
Cap & Trade – Transit and Intercity Rail Capital Program (TIRCP)
Cap & Trade – Low Carbon Transit Ops Pgm (LCTOP)
High-Speed Passenger Train Bond Program (Prop 1A)
Highway Safety, Traffic Reduction, Air Quality, and Port Security Bond Act
(Prop 1B)
State Highway Account (SHA)
One Bay Area Grant (OBAG)
Regional Measure 1 Toll Bridge Program (RM1)
Regional Measure 2 Toll Increase (Regional Traffic Relief Plan) (RM2)
Regional Measure 3 (RM3)
Sales Tax Measures
Off-Street Parking Pricing Strategies
On-Street Parking Pricing Strategies
Commercial Parking Tax
Vehicle Registration Fee (VRF)
Vehicle License Fee (VLF)
Vehicle Impact Mitigation Fee
Enhanced Infrastructure Financing District (EIFD)
Mello-Roos Community Facilities District (CFD)
Special Benefit Assessment District (SBAD)
Parcel Tax
Development Impact Fees
Hotel Tax
Payroll Tax/Fee
Event Tax/Fee
Station Naming Rights
Private Contributions for Station Development
Advertising Revenues
Station Concessions Revenues
Parking Revenues
Fare Revenues
Real Estate Joint Development Revenues
= excluded from analysis= excluded from analysis
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Prioritization of Funding Sources
► The existing and potential funding sources were prioritized into the following 3 categories: Category Number of
SourcesPotential Value
Range*Description / Purpose of these Tools
Core Funding Sources (includes $2.26B already expended or identified funding)
5 sources $1.74B – $6.50B VTA may pursue aggressively and immediately to help fund the project.
Complementary Funding Sources
13 sources $260M – $1.42B These sources take longer and/or are more complex to develop and implement. VTA may investigate further and/or pursue to provide backup sources of funding.
Other Funding Sources
15 sources $50M - $572M VTA may pursue some of these sources in the normal course of business but not rely on these to provide any meaningful funding for the project.
* Excludes estimated funding from sources which are anticipated to be available only after construction
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Core Funding Sources
► VTA is aggressively pursuing the Core Funding Sources; however uncertainty will remain for some time
► The Target Values for the Additional Core Funding are aggressive. Any shortfall below a Target Value will need to be made up by increases above the Target Value for other sources
Funding Status Source Target Value
Spent Measure A Sales Tax and TCRP $160M
Anticipated Existing 2000 Measure A Sales Tax $1.00B
Anticipated FTA New Starts (anticipated) $1.50B
Subtotal Already Expended + Anticipated Funding $2.66B
Pursue (New) Sales Tax 2016 Measure X (excludes financing costs) $1.50B
Pursue (New) Cap & Trade Program (TICRP) $750M
Pursue (New) Mello Toos Commuity Facilities Districts (DFD) $170M
Pursue (New) Enhanced Infrastructure Financing Districts (EIFD) $70M
Subtotal Additional Core Funding $2.49B
$5.15B Total Core Funding Sources(Compare to $4.69B extimated Project Cost)
Mello Roos Community Facilities Districts (DFD)
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Economic Analysis Surrounding BART Stations Update
Rosalynn Hughey, City of San Jose
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BART PHASE IIDOWNTOWN/DIRIDON COMMUNITY WORKING GROUP
Rosalynn Hughey
Assistant Director
Department of Planning Building & Code Enforcement
City of San Jose
April 12, 201639
BART Phase II Development Impact Study- Update
Draft Station Area Profiles under review Land Use
Demographics
Market Overview – housing, office, retail
Development Opportunity
Implementation Strategies
Station Area Profiles finalized – May/June
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Construction Outreach Best Practices Research Summary Update
Brent Pearse, VTAAngela Sipp, VTA
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Outreach Tactics Research
• Overview of four programs:– LA Metro: Purple Line Extension
– SFMTA: Central Subway
– Valley Metro: Northwest Corridor
– MTA: 2nd Ave Subway
• How have other projects performed outreach?
• What tactics did your agencies use?
• How was the community involved?
• What innovative practices did you implement?
Innovation
Construction
Community
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From the current terminus at Wilshire/Western, the Purple Line Extension will extend westward for about 9 miles with seven new
stations.
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Los Angeles METRO – Purple Line Extension
Travel between downtown Los Angeles and Westwood in just 25 minutes and will be built in three phases.
Total Project Cost: $6.3 billion¾ Funds generated from local sales tax
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Purple Line - Outreach Tactics
• Community post-construction meetings (weekly)
• Business profiles established to understand each business affected
• Social media engagement on project started early
• Artwork Campaign (web, stations)
• Construction Sound Walls
• Animated video tour of extension
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Purple Line - Innovative Practices
EAT, SHOP, PLAY Webpage highlights the ways the community can Eat at local restaurants, Shop at
local retail stores and Play at local destinations. Eat, Shop, Play will provide access to exclusive
offers and information about participating local businesses. The community will be asked to take a
pledge to support local businesses during and after construction of the project.
• Encourages the community to “Pledge to Participate” and support businesses around construction.
• Prizes award to participants that
support businesses ($250 to $1000 awarded quarterly)
• Participating businesses are listed and
featured on a custom, interactive website.
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SFMTA - Central Subway Project
The Central Subway Project is the second phase of the San Francisco Municipal Transportation Agency’s (SFMTA) Third Street Light Rail Transit Project.Four New Stations at:
– 4th and Brannan Station– Yerba Buena/Moscone Station– Union Square/Market Street Station– Chinatown Station
Phase 2, the Central Subway Project, will extend the T Third Line 1.7 miles from the 4th Street Caltrain Station to Chinatown, providing a direct, rapid transit link from the Bayshore and Mission Bay areas to SoMa, Union Square and downtown.
Budget: $1.6 Billion (Funding by FTA New Starts and other Federal, state and local sources)
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• Community Advisory GroupsThe purpose of the Central Subway Community Advisory Group (CAG) is to engage with the local community and to receive input and
feedback at key milestones throughout the project.
Social Media EngagementProject WebsiteProject BlogProject Twitter pageProject Facebook page
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Central Subway – Outreach Tactics
• Construction Detour Engagement – Electronic media
– Construction Google Map• Includes up-to-date information on detours and other road closures
• Other tools
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Central Subway – Innovative Practices
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• 3.2-mile project extends light rail, includes three stations and park and ride
• Construction occurred in central business district
• Total Project Cost: $320 million
• 3 years of construction
• New stations detail significant art
• Expected extension ridership: 5000
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Valley Metro – Northwest Extension Project
• Monthly Project Report Card– Detailed project station and budget– Reported and public meetings or
stakeholder engagements
– Relevant schedule updates
• 24 – Hour Hotline for residents and businesses• METRO MAX Rewards Program
– Monthly discount program– Marketing and advertising to support businesses– Videos and social media campaign– 4000 followers, 500,000+ monthly views
• Direct Mail Promotions to corridor
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Northwest Valley Ex – Outreach Tactics
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Northwest Valley Ex– Innovative Practices
• Dedicated Business and Construction Outreach Staffing
• Community Fairs– Significant agency investment and promotion
– Supported by businesses and residents
– Themed events for children and families
– Businesses promote themselves
• Business Utility Rebate Program
• Community Advisory Board– Voice of community during construction
– Comprised of residents and businesses
– Evaluates Valley Metro contractor
– Makes recommendations to award quarterly incentives
– Is contractor ‘Above and Beyond’ specifications
• 8.5 mile extension delivered over four phases
• Goal: Relieve north/south congestion along Lexington Ave
• Phase 1 cost: $4.5 billion, 3.1 billion local and 1.4 federal funding
• Phase 1: 2 miles and 4 subway stations
• Expected ridership: 1.3 million riders
• 20 years in the making, first environmental work began in 1995
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New York MTA – 2nd Ave Subway
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• Contextual Outreach delivered by neighborhood• 3 week advance construction newsletters• Visual and noise barriers for construction
equipment• Public workshops “Ask the Experts”• Task force meetings –
involved contractor/agency• Shop 2nd Ave marketing campaign
– Daily specials– Attract foot traffic to corridor– Partnership with Chamber of Commerce– Enhance branding of 2nd Ave– Development of mobile app
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2nd Ave Subway – Outreach Tactics
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2nd Ave Subway – Outreach Tactics
Example: Fence Screening
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2nd Ave Subway – Outreach Tactics
Example: Business Signage
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2nd Ave Subway – Innovative Practices
• Good Neighbor Initiative– Weekly construction updates for each station
– Address cleanliness and sanitation of construction site
• Community Tours– Attended by over 1000 individuals
– Hosted by MTA Capitol Construction CEO
• Community Information Center– Hands on custom innovative displays (iPads)
– Museum quality interpretation and visuals
– Revolving exhibits, current through Spring 2016:
“The People Behind the Project”
– Staffed five days a week, one Saturday a month
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2nd Ave Subway – Information Center
Example: Interactive iPad displays and LCD screens
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2nd Ave Subway – Information Center
Example: Interpretive Signage / Construction Updates
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• June CWG Meetings:– Collective poll of tactics
– Feedback on outreach tactics
– Questions: Does everyone have a cell phone with texting ability?
• Finalize Outreach Tactics Matrix– Create Report
• Distribute
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Outreach Tactics Next Steps
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Discussion
Eileen Goodwin, Facilitator
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• Next meeting: Tuesday, June 14, 2016 ~ 4:00-6:00 PM,
San Jose/SV Chamber of Commerce ~ BYOB
– Economic Analysis Surrounding BART Stations (City to present)
– Construction Outreach Best Practices Research Summary Update
– Environmental Process (how to comment)
– Joint Development
– FTA Process: MAP-21
– New Starts Project Development
• Parking Validation
• Action Items
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Next Steps